R&D is closely monitoring the file regarding the Modernization of Human Resources and remains vigilant at every stage of its implementation. (17 May 2016 “HR Modernisation”)?
In this spirit, we attended the information meeting organized on October 11th by DG HR, on the creation of AMC (Account Management Centre) and the launch of the call to the expression of interest to work on these AMCs.
The administrators of the decentralized HR units, invited in this meeting, were deeply encouraged by the General Assistant Manager responsible for this plan within DG HR, Mr. MAGENHANN. His enthusiasm was supported by the colleagues already involved in the pilot stage of this operation. Perplexed at the beginning of process, they became true ambassadors devoted to the cause of AMC!
In spite of this enthusiasm, the colleagues concerned with the implementation of this ‘modernization’ and recentralisation expressed their worries to Mrs. SOUKA, DG HR Managing Director. Many of them were not convinced and remain rather reticent.
WE ARE SHARING YOUR FEARS
The questions raised by the colleagues highlighted their concerns and showed that doubts which we had formulated several times reveal well the feeling of discomfort inside the services.
The first point is linked to questions on the career perspectives of the persons who would miss the train, either deliberately, or by misfortune of not being chosen. The critical question is: would I be subject to the application of the Article 7 of the Statute which stipulates Mobility in the interests of the institution?
Many HR administrators, especially AST and AC colleagues, should therefore envisage a retraining in new fields of work, outside the domain of human resources. It remains therefore to define how they will be accompanied and which will be the means that DG HR or their own DG will put at their disposal. At the same time, the specific situation and career perspectives of the AC colleagues having participated in the pilot exercise must be clarified.
R&D asks therefore that responsible services accompany the colleagues in a structured, systematic and professional way. The answer which was given, namely the guidance by the professional orientation cells (SCOP), does not seem to be reassuring, taking into account the lack of means faced with such a challenge.
It is obvious that the threat to apply the article 42 c., namely the leave in the interests of service, for the colleagues who would not participate in the call to the expression of interest would by no means be the sign of an acceptable and decent management of this file and would constitute the denial of all commitments and guarantees given also at political level during the launching of this exercise.
R&D already contacted Mrs. Souka to clarify and acquire all needed guarantees in regards to the implementation of these dispositions of our statute.
The second point concerns the organization and the working environment of the future centres and their interaction with the “Business Corresponding Human Resources ( HR BC)” and the centres of expertise of DG HR.
Many questions arise about this and, in practice, this remains very unclear. R&D proposes, for example, that a simulation of a day of work of the different future actors be presented to the staff. This might bring more clarity.
The third point is linked to the culture of our HR services. Are we moving towards an as much as possible human oriented management of HR, favouring the proximity of the existing services or a call centre that will result in a factory type of work and the anonymity of the service? R&D recalls that all new concepts and recent studies on the effective management of HR underline the importance of the human relation.
The latter passes through the necessary qualities of empathy, listening, and by the maintenance of proximity services. However, the figures proposed for the staff of the AMC does represent roughly 60 to 80% of staffs now working in the current HR Services! We agree on “Synergy” but we have strong doubts on the “efficiency” aspect of the project due to the increase of the workload of our colleagues and the risk thus created of possible delays in the management of the files. It is out of the question that our HR colleagues should be responsible for it!!!
What is the long term policy of the institution? While it advocated centralization in the 1990s, the system was totally decentralized in the years 2000, and now it may return to centralization. Would this be a sea serpent each decade? Do the decision-makers have that nostalgia and plead for the vintage?
Meanwhile, the new generations Y and Z are wondering on what planet they have landed …!
